Even in an age where artificial intelligence promises to revolutionize every sector, the security industry remains profoundly reliant on human ingenuity and dedication. It hinges on individuals who commit daily to designing, engineering, integrating, troubleshooting, and operating the complex systems that transform security from an abstract aspiration into a concrete reality. While the pace of change in work methodologies and team structures accelerates at an unprecedented rate, the persistent “manpower issue,” a long-standing challenge, continues to plague the sector. Its trajectory, whether towards improvement or deterioration, now rests squarely on the collaborative efforts of all involved stakeholders.
The security industry is not unique in its struggle to attract and retain talented young professionals, ideally those already possessing some of the requisite skills. Furthermore, holding onto these individuals once they become seasoned experts presents an ongoing battle. This concerning trend is fueled by a confluence of global economic forces and specific industry-centric factors.
The ‘Manpower Survey’: Framing the Issue and Forging a Path Ahead
To illuminate this critical dilemma and share actionable insights with our readership, asmag launched its comprehensive “Manpower Survey” in March. Over 100 security professionals spanning 27 diverse countries responded, offering invaluable perspectives on the most pressing facets of the challenge:
Who has been affected in the past two years?
- The answers reveal a pervasive struggle: Over 80 percent of organizations report feeling the pinch—a significant 47% “significantly” and 36% “occasionally.” These figures remained remarkably consistent across all industry segments and geographical regions, from high-volume manufacturers in Asia to SME integrators in Western markets, and everyone in between.
Intriguingly, medium-sized security service providers appeared somewhat more resilient, while Western integrators seemed to bear the heaviest burden. However, a granular quantification remains complex due to the multitude of factors at play in any given scenario, though certain overarching trends offer valuable instruction.
What are the main issues?
- The answers indicate broad agreement: Over 75 percent of organizations cite a scarcity of applicants, a pronounced skills mismatch, and challenging salary expectations as primary obstacles to filling open positions. The latter two, however, emerged as particularly significant, with 48% identifying both mismatching skills and salary expectations as “big issues,” while only 37% and 38% respectively deemed them “small issues.”
Is the situation worsening?
- For many, yes; generally, the situation is hardly improving. While the largest contingent of respondents (38%) reported the situation had largely stabilized since the pandemic, a substantial 35% indicated a deterioration, with only 21% observing any improvement. If the pandemic indeed reshuffled the labor market, these trends suggest that the shifts it initiated have persisted, or even accelerated, rather than meaningfully reversing.
Does the “manpower issue” have operational consequences?
- An emphatic yes. Over 75% of respondents confirmed that the talent gap has significantly impacted their business operations, with a greater proportion reporting “significant” disruptions (41%) compared to “occasional” disruptions (36%).
Are there spillover effects from one organization to the other?
- Indeed, yes. Over two-thirds of respondents acknowledged spillover effects, underscoring that “manpower” is a pervasive, industry-wide concern. Encouragingly, however, the share of those experiencing only “occasional” spillover effects (42%) was larger than those facing “significant” impacts, offering a glimmer of hope should appropriate forward steps be taken.
A Persistent Issue Demands Fresh Solutions
The “manpower issue” is not a new phenomenon; the earliest reference to such a challenge on asmag.com dates back to 2012. At that time, Daniel Wan, then-UK Channel Marketing Leader at Honeywell, astutely observed that the convergence of security, IT departments, and building management was creating a “skills gap” that urgently needed addressing.
Wan’s foresight highlighted that security was evolving beyond mere CCTV connections, necessitating integrated systems that demanded expertise outside traditional security domains. Today, this rings even truer: security professionals must be adept in cybersecurity, navigate the burgeoning landscape of agentic AI, and master sophisticated IT systems that leverage data from access control terminals for applications like time attendance, among countless other demands.
The assertion made over a decade ago—that job requirements in security are changing faster than applicants can adapt—still resonates powerfully. As one respondent eloquently articulated in the survey’s open-ended questions:
“[The] general problem is too many good people leaving the industry, too few coming in bringing the skills we need.”
– A British security service provider
One Crisis, Many Root Causes
While the accelerating pace of skill requirement changes offers a compelling explanation for the “manpower issue”—a topic worthy of deeper exploration in this companion article—several other contributing factors are also at play:
- A generational shift in expectations: As one respondent from an Indian integrator summarized, “The young generation does not want to be on field. Easy money matters.” This points to evolving career aspirations and work-life balance priorities among newer entrants.
- Increasing skills requirements versus traditional pathways: A German security consultant noted, “Vocational training and engineering degrees are too far apart, there’s nothing in between.” This highlights a disconnect between conventional educational routes and the hybrid, multidisciplinary expertise now required by the industry.
- Broad economic factors: The security sector is not immune to wider economic pressures. Survey respondents pointed to the “silver tsunami” of an aging workforce with more retirements than new entrants, pervasive “inflation pressure,” the allure of better “work-from-home packages” offered by other sectors, and fierce competition from the “‘real’ tech industry.”
On-the-Ground Efforts to Ameliorate the Crisis
Identifying the issue and its potential causes is relatively straightforward. The more formidable challenge lies in developing effective strategies to improve the situation.
Encouragingly, some organizations are already making significant strides. These include large-scale manufacturers and independent initiatives sprouting from within the industry itself. As part of our “manpower issue” project, i-PRO, Skills for Security, Amthal Group Companies, and ZBeta are detailing their innovative efforts in four illuminating companion pieces.
A recurring theme emerging from their strategies (and echoed in open-ended survey responses) is the imperative for organizations to actively bridge the skills gap, either independently or through collaborative partnerships. One British integrator aptly described their approach:
“Significant challenges with talent acquisition is significantly stunting business growth. We are addressing the issue by apprentices and fast track up skilling however this takes time and requires talent to support in progressing those who are less skilled.”
– A British integrator
Final Thoughts: A Path Ahead Based on Mutual Understanding
The asmag survey unequivocally underscores that the “manpower issue” is a deeply entrenched global challenge, yet it is far from insurmountable. With over 80% of the industry feeling its impact, there is a clear shift from merely identifying the problem to actively implementing localized, proactive strategies, albeit with varying degrees of success across the board. A wealth of ideas abounds, ranging from cultivating internal apprenticeship programs to forging deeper collaborations with technical educational institutions.
The very future of the security sector hinges on its capacity to synchronize the rapid evolution of technology with a corresponding enhancement of workforce skills, and critically, the capabilities of those aspiring to join its ranks.
Concurrently, concerted efforts are vital to elevate the industry’s overall attractiveness. This is no simple feat; merely making a career in security “look cool” will not suffice for the discerning Gen Z talent pool. Ultimately, it boils down to competitive wages and whether these opportunities resonate with talented young individuals who, like everyone else, are seeking a sustainable living in a high-inflation environment and are constantly weighing their options for better remuneration elsewhere.
It would be a tragedy if talented young people perceived a role in security merely as a fallback, or as an option considered only because they feel “not good enough” for other sectors.
While our comprehensive survey may not have unearthed a singular silver-bullet solution, we sincerely hope it fosters greater mutual understanding among all stakeholders, from long-established firms to emerging talent.
To delve deeper into these trends and explore potential solutions more broadly, this companion piece connects the survey results with wider job market dynamics.